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Meaning and Nature of Management Management is a process of conducting different functions through communication, motivation, and leadership to achieve the desired results effectively and efficiently The four functions of management: The functions of management were originally described by Henry Fayol, a French mining executive, who developed a theory of business administration.Let's analyze each of the four functions of management in more detail and see how exactly managers can achieve organizational objectives and goals by focusing on specific managerial tasks.Christine Organ divides organizational structures into the following types: A. Centralized /decentralized: In a centralized model of organizational structure, which is a traditional one, there is a chain of command and clearly defined roles, each of which has its own responsibilities.This includes department structuring, cooperation among departments, and assigning employees with roles and tasks that fit their abilities.While in the authoritarian model, leaders have all the control over the team, and the democratic one expects collaboration, the laissez-faire model gives employees the freedom to take risks and be responsible for their results.Tactical planning is more targeted and action-oriented than strategic, and it's focused on a specific department or area, like finances, marketing, or personnel.Fayol identified five functions - planning, organizing, command, coordination, and control.It describes things that need to be done to achieve tactical goals - which, in turn, support strategic goals.B. Hierarchical / circular: A hierarchical structure reminds a pyramid, with upper management at the top and the rest of the staff on the levels below, each of which decreases in authority.1.2.3.4.?

Meaning and Nature of Management
Management is a process of conducting different functions through communication, motivation, and leadership to achieve the desired results effectively and efficiently
The four functions of management:
The functions of management were originally described by Henry Fayol, a French mining executive, who developed a theory of business administration. Fayol identified five functions – planning, organizing, command, coordination, and control. Over time, these five functions were combined and reduced to four.
Let’s analyze each of the four functions of management in more detail and see how exactly managers can achieve organizational objectives and goals by focusing on specific managerial tasks.

1. Planning:
   We know that plans can often be ruined by different circumstances. This is why we should never take plans too seriously, as a gospel. Plans should rather be seen like a reference, like something that can be easily adapted according to requirements. There are three main approaches to planning:
   A. Strategic planning

This is a long-range type of planning that determines the future of a company. Making a strategic plan means identifying the role of your company in the business world and analyzing possible opportunities and threats. Strategic planning is carried out by top management, like CEOs and other seniors.
B. Tactical planning:
This type of planning concerns short-term goals, which can usually be reached in one year or sooner. Tactical planning is more targeted and action-oriented than strategic, and it’s focused on a specific department or area, like finances, marketing, or personnel. For example, if a strategic plan is to increase market share by 10% over the next 5 years, a tactical plan will include specific actions like launching new campaigns. Tactical plans are normally created by breaking down strategic plans and goals into smaller, more measurable ones.
C. Operational planning:
Operational planning concerns daily actions within a company. It describes things that need to be done to achieve tactical goals – which, in turn, support strategic goals. It’s usually carried out by department and project managers.
2. Organizing:
The organizing function of management is about creating a work environment that would positively influence productivity. This includes department structuring, cooperation among departments, and assigning employees with roles and tasks that fit their abilities. In other words, the organizing function concerns the administration of a company and the synchronization of resources – human, financial, physical, and informational ones. Depending on how people within a company collaborate and make decisions, they will develop a particular organizational structure. Christine Organ divides organizational structures into the following types:
A. Centralized /decentralized:
In a centralized model of organizational structure, which is a traditional one, there is a chain of command and clearly defined roles, each of which has its own responsibilities.
B. Hierarchical / circular:
A hierarchical structure reminds a pyramid, with upper management at the top and the rest of the staff on the levels below, each of which decreases in authority.
C. Vertical / flat:
A vertical structure is characterized by a clear chain of command. In a flat organizational structure, a person can report to more than one senior.
3. Leading:
In management, leading involves guiding and motivating a team toward a common goal. Leaders ensure that all team members understand their roles and how best to execute them. With the right leadership and inspiration, everyone works together efficiently to achieve the company’s objectives. To understand what the leading function is about, let's look at the three main types of leadership:
A. Autocratic:
Here leader has total control over the rest of the employees. Team members have no influence and cannot make any business decisions.
B. Democratic:
In this model, everyone has a right to a voice. Everyone is welcome to present their ideas, and discussions are encouraged. This leads to higher productivity and creativity. Democratic leadership is considered a very effective model.
C. Laissez-Faire:
This leadership style allows team members to make decisions independently. While in the authoritarian model, leaders have all the control over the team, and the democratic one expects collaboration, the laissez-faire model gives employees the freedom to take risks and be responsible for their results.
4. Controlling:
Control is installing processes to guide the team towards goals and monitoring performance towards goals and making changes to the plan. The controlling function of management consists in analyzing the work in progress. This includes monitoring performance and quality of work, as well as ensuring that completed projects make sense. A manager’s task is to make sure that the goals are met and adjust when necessary. The controlling process involves 5 main steps:
A. Set standards:
At this stage, a manager creates rules and criteria for employees to stick to. Standards will help understand if a project moves in the right direction. There are two types of standards:
 Measurable / tangible – these are standards that can be measured, like costs, profit, time, etc.
 Non-measurable/ intangible – these include things that cannot be measured, like employees’ attitude to work, their communication, and morale.
B. Measure performance:
Using standards, managers can track performance.
C. Compare performance with standards:
In some cases, there will be no deviations from the standard – but most probably, there will be. A small difference is okay. But if it concerns critical issues that might influence the whole business, like problems with equipment, then it must be addressed.
D. Find out why deviations took place:
If the standards were not met, a manager must find the reason why it happened.
E. Take corrective actions:
These involve changes to processes or behaviors. For example, you might need to change operations or hire more team members.